A Quote by John D. Rockefeller
Good leadership consists of showing average people how to do the work of superior people.
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Good management consists in showing average people how to do the work of superior people.
Making an average pitch to average people, or having an average gala for average people isn't going to scale anymore. You've got to find the people who care. Those people are worth all of your time.
Most people who want to get ahead do it backward. They think, 'I'll get a bigger job, then I'll learn how to be a leader.' But showing leadership skill is how you get the bigger job in the first place. Leadership isn't a position, it's a process.
The height of ability in the least able consists in knowing how to submit to the good leadership of others.
I was a writer. I couldn't sell anything, and the comedians were among the dumbest people I had ever met. They'd all say to me, 'The average man won't understand it.' You know, they're superior to the average man.
There's two parts of leadership. You've got to be a good leader - you've got to be somebody that people want to emulate and care about the other people. But the other guys that you have have to accept their leadership. They have to respond to it. That's the chemistry that you never know how that is going to happen.
I don't believe in "average people" doing anything [about the climate]. People outght to support mitigation and adaptation within their own line of work, no matter how un-average that is. I mean: if you're a butcher, baker, ballerina, banker, or a plumber, envision yourself as the post-fossil-fuel version of yourself, and get right after it
How the hell can I ask people who work for me to travel cheaply if I travel in luxury? It's a question of good leadership.
My batting average has been good, so people ask how much luck is involved. I tell them when I work 14 hours a day, 7 days a week, I get lucky.
The key thing for a CEO to keep their head in the game is recognize that there's turbulent times, plan for, you know, bad luck as well as good luck, keep people focused on what the key, you know, business wins are, and you know, provide the energy that people always need in order to, you know, to go into battle because, you know, work is hard and go into work and do that well. And provide a good leadership beacon for that. In other words, it's the same thing that makes good leadership in any other time.
People tend to believe that good fortune consists of equal parts talent, hard work, and sheer luck. It's hard to deny the roles of the latter two. As to talent, I would only say it consists primarily in finding the right moment to step in.
I hope I can help convince people there that being transgender is not a big deal and that we are just average people trying to go to school, work, and live good lives.
I look back on people who are not the average, and those people are not the average because they choose to put it in their mind that they are not the average.
I think it's probably true that creative people are touched by melancholy more than the average person, and to the extent that delving into that shadow world produces good work, I'm all for it. But I think you have to be able to step back from the work, and say, "Look how miserable I felt. Look how beautifully I wrote about it. Now I'm going to get an iced coffee and chat with a friend." Writing should be a way out of despair.
I decided to write Leadership BS because I was irritated by the hypocrisy in the leadership literature and the fact that many of the people writing leadership books exhibited behavior that was precisely the opposite of what they advocated and also what they claimed they did. Stories did not seem to be a good foundation on which to build a science of leadership.
People buy into the leader before they buy into the vision. Many people who approach the area of vision in leadership have it backwards. They believe that if the cause is good enough, people will automatically buy in and follow. But that's not how leadership works. People don't follow worthy causes; they follow worthy leaders with a cause they can believe in. They buy into the leader first.
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